You cannot build an organization fit for the future if it is not fit for human beings.

Professor Gary Hamel

Are your employees rather talking about than with each other? Are your employees less motivated? Are change processes not going as smoothly as you thought? Are your employees agile enough to adapt to current technological and social developments? Does your company still have to implement some necessary changes?

Changing is like preparing a dish
Changing is like preparing a dish: it consist of many ingredients. There is often no recipe, i.e. a fixed way how a successful change (dish) can be brought about. Every dish is different and so are changes. The context (the kitchen) but also the ingredients (the people, means) and the desired goal (the dish) are always slightly different. That is what fascinates me about changes: they are never the same.

Many sectors are dealing with social and technological developments. As a result, the present way of organising is subjected to pressure. Which raises questions like: ‘What will my company’s organisational form look like in the future?’, ‘What is my company’s right to exist in the future?’

Need or necessity to change
The need to change often arises from a problem or a need to do things differently. What fascinates me about this is that a change is often initiated without diagnosing the current situation. There is no clear picture of what is going on among the employees in the organisation.

In a change process it is important to get the employees on board so that the change is intrinsically supported by the organisation. What affects me as a coach is that not always the right oil is used in the engine of change to keep it lubricated.

‘Past performance is no guarantee of future results’, but they are a good indication of that future. If changes from the past fail so often and if that is a good indication for the future, it is time to change in a different way. To be able to change differently, you need to look differently at the same situation.

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